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In the communications plan, we should de ne how we will handle each of these types of communications: Routine reports that keep the sponsor, the customers, and other stakeholders informed of project status. Deliverables at the gates, which include both inputs to the review and approval process at the gate at the end of each stage, and also the outputs of the gate: requests for change or rework, project cancellation, or approval of the stage and authorization for the next stage. Informal communications, where project members talk to customers and stakeholders. Usually these take care of themselves, but there are some things of which to be aware. Escalation of problems and changes, which are the formal communications we use when we need to report on a risk event that is happening, request a change to the schedule, budget, or project scope, or get help. Let us take a closer look at the two of these.

different hard disks. Adding a new LVM partition merely increases the pool of storage accessible to the entire system.

already created a forecast and want to create a new one, choose Options | Update Forecast on the Cash Flow Forecast window s button bar. How you proceed depends on the kind of data you use budget data or register data.

Creating a Forecast with Budget Data To create a forecast with budget data,

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Informal communications include conversations, e-mails, and quick notes to explain things. They are the constant lifeblood of the project. (Formal communications are just a skeleton.) When these go well, everyone learns and grows and the project continues by itself. As project managers, we should always model and foster positive informal communication. There are four dangers to watch for in informal communications: Technical decisions not reaching the project plan. Sometimes, technical people on a team will split up into small groups and brainstorm. Often, they will not participate in whole team meetings when you are updating the project plan. The result is that good ideas are changing the project in good ways, but the plan is not up to date. If you see this happening, do not stop it. But do get the changes into the plan. You can do it informally, by just asking people what ideas they are putting forward; or you can do it formally by opening the weekly meeting with at tenminute update, letting the group split up into small teams for 30 minutes, and then bringing them back together at the end of each meeting for a ten-minute conclusion. During this conclusion, everyone hears the changes and you update the plan.

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enter beginning and ending dates for which you have a budget. This will normally be the current year. Click the Advanced button to display the Advanced AutoCreate dialog, shown here. Select Create Both in the top part of the dialog and From Budget Data in the bottom part of the dialog. Click Done to save your settings, and then click OK in the Automatically Create Forecast dialog to create the forecast. Figure 18-8, shown later in the chapter, illustrates a forecast based on a budget.

data, enter beginning and ending dates for which you have register data. The time span should cover at least six months; for best results, it should cover a full year. Click the Advanced button to display the Advanced AutoCreate dialog. Select Create Both in the top part of the dialog and From Register Data in the bottom part of the dialog. Click Done to save your settings, and then click OK in the Automatically Create Forecast dialog to create the forecast.

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